This is really the time-horizon over which the new CISO must start assessing their new position. Once again, many of the management tips we will be building up in this series could apply to any executive taking up a senior job in a new organisation.
What if we’ve got it all wrong? What if in fact it’s not HR that needs to be disrupted, but leadership?
Many of the management tips we will be building up in this series could apply to any executive taking up a senior job in a new organisation. But the role of the CISO is particularly sensitive in many aspects and has its own dynamics. It is often poorly understood by management and still seen by some as a necessary evil, or as an imposition by auditors or regulators.
There is some form of management reality beyond the “100 days” journalistic cliché: How does an incoming executive make an impact in a new role? What are the real timeframes to look at? What can be expected, and over what horizon? What are the key issues that should raise a red flag during the first few months in a new senior position? and those which can be ignored? Those are the themes we will be exploring in this new series around the specific role of the CISO.
The Person, the Role and the Culture of the Firm
Delegation is a core leadership skill.
If you can’t effectively delegate, you will hit a point where you become totally overloaded and you’ll become ineffective.
But few companies teach people how to effectively delegate. It’s one of those things that everyone assumes you pick up as you gather experience. The problem with this approach is that you’re basically using trial and error until you get it right – if you get it right.
There are two elements to effective delegation.
Middle Management roles, an evolution not an extinction
Social, political, technological and economic conditions may never in recent history have been as influx as they are today.
Neutered leaders lacking popular support to effect change (May, Merkel) and a few who seem intent on rocking the boat (Trump, Putin, Kim Jong-un) are themselves struggling to navigate the choppy waters they have helped create. Trumps’ shameless promotion of America, his apparent disregard for Asia and his radically different approach to politics has many nervous and the uncertainty is unnerving markets.
On Tuesday 7th July Annapurna Change hosted its third Thought Leadership Round Table event at the Soho Hotel, in the heart of vibrant London.
Hosted by Tony McKenna, Global Transformation Director of GSK, 22 Professionals representing Senior Change leadership in the UK came together to discuss the topic:
‘Where should a change delivery team sit within an organisational structure?’
The evening’s discussion points:
• How does an organisations’ structure alter the effectiveness of a change delivery team?
On Wednesday 22 April Annapurna Change hosted its second Thought Leadership Round Table event at the iconic Hamyard Hotel.
Hosted by Dereck Gannon, COO of Comic Relief, 19 Professionals representing Senior Change leadership in the UK came together to discuss the topic
Where should a central change team sit and how does the organisational structure impact this?